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BY ORDER OF THE SECRETARY OF THE AIR FORCE AIR FORCE INSTRUCTION 36-2201, VOLUME 1 1 OCTOBER 2002 AIR FORCE TRAINING PROGRAM TRAINING DEVELOPMENT, DELIVERY, AND EVALUATION COMPLIANCE WITH THIS PUBLICATION IS MANDATORY NOTICE: This publication is available digitally on the AFDPO WWW site at: http://www.e-publishing.af.mil. OPR: HQ USAF/DPLTT (CMSgt Akeel Omari) Certified by: HQ USAF/DPLT (Col Nancy Weaver) Supersedes AFI 36-2201, 26 April 2000 Pages: 46 Distribution: F This instruction implements DODD 1322.18, Military Training, 9 January 1987, with change 1, DODI 1322.20, Development and Management of Interactive Courseware (ICW) for Military Training, 14 March 1991, with change 1, and AFPD 36-22, Military Training, for developing, managing, and conducting Air Force technical, ancillary, and recruit training. Maintain and dispose of records created as a result of prescribed processes in accordance with AFMAN 37-139, Records Disposition Schedule (will become AFMAN 33-322, Volume 4). This Air Force Instruction applies to Air Force Reserve Command (AFRC) and Air National Guard units. SUMMARY OF REVISIONS This document is substantially revised and must be completely reviewed. Chapter 1 INSTRUCTIONAL SYSTEMS DEVELOPMENT (ISD) 3 1.1. Air Force ISD.... 3 1.2. ISD Source Documents.... 3 1.3. MAJCOM, Field Operating Agency (FOA), and Direct Reporting Unit (DRU) Responsibilities.... 3 1.4. HQ AETC Additional Responsibilities.... 4 1.5. ICW Developer Responsibilities.... 4 Chapter 2 RECRUIT TRAINING 7 2.1. Scope.... 7

2 AFI36-2201V1 1 OCTOBER 2002 2.2. Objectives of BMT and the PSSSE Orientation Course.... 7 2.3. BMT Oversight.... 7 2.4. BMT Triennial Review.... 7 2.5. BMT Triennial Review Steering Committee.... 8 2.6. BMT Triennial Review Committee.... 8 Chapter 3 FORMAL TRAINING 10 3.1. Program Description.... 10 3.2. Program Management.... 10 3.3. Education and Training Course Announcements (ETCA).... 11 3.4. Job Site Training (JST).... 12 3.5. Field Training.... 12 3.6. Initial Skill AFSC Multi-Phased Training.... 13 3.7. Constrained Course Review.... 13 3.8. Technical Training Surge Plan.... 14 Chapter 4 ANCILLARY TRAINING 16 4.1. Program Description.... 16 4.2. Program Requirements.... 16 4.3. Program Responsibilities:... 16 Chapter 5 TRAINING EVALUATION 18 5.1. Scope.... 18 5.2. Evaluation Responsibilities.... 18 Chapter 6 FORMS PRESCRIBED 19 6.1. Forms Prescribed.... 19 Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 20 Attachment 2 MANAGING, ADMINISTERING, AND CONDUCTING JOB SITE TRAINING (JST) 27 Attachment 3 COURSE DEVELOPMENT DECISION LOGIC PROCESS 32 Attachment 4 INITIAL SKILL AFSC MULTI-PHASED TRAINING PROCEDURES 34 Attachment 5 TRAINING DETACHMENT (TD) POLICY AND PROCEDURES 42

AFI36-2201V1 1 OCTOBER 2002 3 Chapter 1 INSTRUCTIONAL SYSTEMS DEVELOPMENT (ISD) 1.1. Air Force ISD. The Air Force (AF) ISD process provides a systematic approach to planning, developing, and implementing training and education. The goal of ISD is to increase the effectiveness and cost-efficiency of training by: developing instruction based on job performance requirements; eliminating irrelevant skills and knowledge instruction from courses; and ensuring that graduates acquire the necessary skills, knowledge, and attitudes to do the job. The product of the ISD process is an instructional system that is cost-effective and produces personnel who can do the job. 1.2. ISD Source Documents. AFH 36-2235, Information for Designers of Instructional Systems, Volumes 1-12, outlines how Air Force personnel implement the ISD process. Related ISD publications are AFMAN 36-2234, Instruction System Development, AFMAN 36-2236, Guidebook for Air Force Instructors, and AFPAM 36-2211, Guide for Management of Air Force Training Systems. Each command provides additional guidance. 1.3. MAJCOM, Field Operating Agency (FOA), and Direct Reporting Unit (DRU) Responsibilities. 1.3.1. Ensure that personnel apply the ISD process to all types and phases of training, development and management. 1.3.2. Review proposed system acquisition or modification programs to ensure that personnel use the ISD process (to include media and cost benefit analysis) to decide upon the mix, quantity, and sophistication of training equipment, and use of technology to deliver effective and cost effective courseware. 1.3.3. Use the Planning, Programming, and Budgeting System (PPBS) to ensure that personnel properly set aside resources to ensure training funds are identified. 1.3.4. Define the proficiency level (education and training) qualifications for personnel selected to plan, develop, or manage instruction. Consider what continuous education would be appropriate to maintain personnel qualifications. 1.3.5. Designate an Office of Primary Responsibility (OPR) for ISD and Advanced Distributed Learning (ADL) matters (to include ICW) and notify, by letter, Headquarters Air Education and Training Command, Directorate of Operations ADL Branch (HQ AETC/DOZA). 1.3.6. Share experiences with advanced instructional technologies with other Air Force units. 1.3.7. Appoint appropriate representatives to serve on: Training Planning Teams (TPT), Utilization and Training Workshops (U&TW), Specialty Training Standard (STS) reviews, and Course Training Standard (CTS) reviews. 1.3.8. Ensure AETC is included early in proposed system acquisition or modification programs to ensure timely development of training.

4 AFI36-2201V1 1 OCTOBER 2002 1.4. HQ AETC Additional Responsibilities. 1.4.1. HQ AETC/DOZA is the OPR and focal point for USAF ISD and ICW ADL policy and procedural guidance and prepares Air Force ISD publications directed by Headquarters United States Air Force, Deputy Chief of Staff, Personnel, Directorate of Learning and Force Development, Training and Requirements, and Education Divisions (HQ USAF/DPLT and DPLE). 1.4.2. Distribute ISD-related information as requested and assists other MAJCOMs and FOAs with ISD-related information. 1.4.3. Train personnel in the ISD process. 1.4.4. Evaluate new training technologies and determine their application to Air Force training programs. 1.4.5. Coordinate with Air Force Career Field Manager (AFCFM), MAJCOM, and FOAs to ensure the most cost-effective mix of resident, distance learning, correspondence, field, unit, contract, and other agency training across entire career ladders. 1.4.6. Plan, program, and budget resources for training requirements in the system training plans for HQ AETC acquisitions. 1.4.7. Collect, analyze, and update job data concerning: Air Force specialties; civilian occupational series; and weapon systems. 1.4.8. Collect and disseminate information on the uses of and experiences with training technologies to all MAJCOMs. 1.4.9. HQ AETC/DOZA is responsible for maintaining a list of organizations that develop ADL products for each MAJCOM. ADL products include resident or nonresident ICW, web delivered material, or new development that is Shareable Content Object Reference Model (SCORM) compliant. HQ AETC/DOZA submits an annual report on ICW entries/records into the Defense Instructional Technology Information System (DITIS), RCS: HAF-DPL (A) 9703. This report is designated emergency status code C3. Continue reporting during emergency conditions, delayed precedence. Submit data requirements as prescribed, but they may be delayed to allow the submission of higher precedence reports. Submit by non-electronic means, if possible, to Defense Training and Performance Data Center in accordance with the DITIS user s guide. Submit a copy of the report to HQ USAF/DPLE each October. The report should include: list of organizations that develop ICW by base, address, Point of Contact (POC), phone number, fax number, course number, title, course length and type software and hardware in use. Report will include users of training, by AF Officer, AF Enlisted, AF Civilian, Air National Guard (ANG), Air Force Reserve, Army, Navy, and Department of Defense (DOD). 1.5. ICW Developer Responsibilities. A training group or contractor may develop resident or non-resident ICW training to include ICW for Career Development Courses (CDC). Use the ISD process to decide upon the mix, quantity, and sophistication of training equipment and use of technology, to deliver effective and cost effective ICW courseware. Design this courseware so that the learning experience is based on the interaction between the student and the computer system. Ensure all ICW CDC development efforts are coordinated in advance with the Air Force Institute for Advanced Distributed Learning (AFI- ADL). 1.5.1. Use DODI 1322.20, Development and Management of Interactive Courseware (ICW) for Military Training, March 14, 1991, with change 1, for developing and managing ICW.

AFI36-2201V1 1 OCTOBER 2002 5 NOTE: Examine all ICW development, new or revised, with future SCORM conformance in mind whenever it is economically feasible to do so. In Executive Order 13111, Using Technology to Improve Training Opportunities for Federal Government Employees, January 12, 1999, as amended by Executive Order 13188, Extension of the Advisory Committee on Expanding Training Opportunities, January 12, 2001, and by Executive Order 13218, 21st Century Workforce Initiative, June 20, 2001, the President directed the DOD to work with other government agencies, academia, and private industry to develop a common specification for instructional software that would make possible interoperability and reuse across federal agencies. This new common specification, called the SCORM, provides the foundation for how the DOD will use learning and communications technologies to build, and operate in, the learning environment of the future. For further guidance, refer to AFH 36-2235, Volume 5. The SCORM is still evolving; therefore, visit http://www.adlnet.org, http://www.imsproject.org,and consult the AFIADL website (http://www.maxwell.af.mil/au/afiadl/ ) for the latest Air Force guidance on developing and implementing SCORM-based products and services. 1.5.2. Before developing an ICW program, query DITIS to determine if existing products meet or can be modified to meet training requirements. 1.5.3. An instructional technology unit may develop ICW or monitor the contractor development of ICW. Use AFH 36-2235 to determine whether in-house development or contractor developed ICW is the most appropriate. All costs for courseware development, implementation and maintenance will be maintained in the ISD course documentation file. 1.5.4. Ensure all ICW information is added to the DITIS whether developed in-house or by a contractor. 1.5.5. Consider the procedures and technical requirements of MIL-PRF-29612, Training Data Products Performance Specification. 1.5.6. Consider the procedures and requirements of Institute of Electrical and Electronics Engineers (IEEE)/Electronics Industries Associates (EIA) 12207, Standard for Information Technology - Software Life Cycle Processes, when preparing lessons in a programming language. 1.5.7. Obtain unlimited or government purpose rights for developed courseware and associated presentation programs. 1.5.8. Follow the procedures of DOD Directive (DODD) 5040.2, Visual Information (VI), for ICW development where 50 percent or more of acquisition cost is for audiovisual or visual information production. 1.5.9. Develop or acquire logistics support packages and documentation to help operate and maintain all ICW programs in accordance with DODD 5000.1, The Defense Acquisition System (includes DODR 5000.2). 1.5.10. Conduct a training system requirement and media selection analysis and document the work in accordance with DODD 1322.18, Military Training, and IEEE/EIA 12207. 1.5.11. Validate ICW in an actual training environment. 1.5.12. Conduct training effectiveness evaluations and document them in accordance with IEEE/EIA 12207 and MIL-PRF-29612.

6 AFI36-2201V1 1 OCTOBER 2002 1.5.13. Identify the lessons learned and the extent to which personnel have met training objectives and performance goals. 1.5.14. Establish procedure for periodic reviews based on user inputs.

AFI36-2201V1 1 OCTOBER 2002 7 Chapter 2 RECRUIT TRAINING 2.1. Scope. All recruits of the Regular Air Force, Air Force Reserve, and Air National Guard with no previous military service, attend Basic Military Training (BMT). Recruits with prior, non-air Force, military service attend the Prior Service Sister Service Enlistee (PSSSE) Orientation Course (optional for Air Force Reserve and Air National Guard). Both courses are conducted by Air Education and Training Command (AETC). Air Force activities desiring changes to BMT and/or PSSSE curriculum should submit requests, in writing, to AF/DPLT. 2.2. Objectives of BMT and the PSSSE Orientation Course. 2.2.1. BMT. 2.2.1.1. Provides an orderly transition from civilian to military life. 2.2.1.2. Builds all initial records. 2.2.1.3. Classifies and assign personnel according to the Trained Personnel Requirements (TPR). 2.2.1.4. Discharges trainees who fail to meet Air Force minimum standards. 2.2.2. PSSSE Orientation Course 2.2.2.1. Provides a general orientation for new enlistees to the Air Force from sister services who have already completed basic training with their prior service. 2.2.2.2. Provides initial medical, financial, clothing, and records processing support while en route to first duty station or technical training unit. 2.3. BMT Oversight. Oversight of BMT consists of a BMT Triennial Review and an annual State of the Air Force BMT Report. 2.4. BMT Triennial Review. The review is conducted at the direction of the BMT Steering Committee, but not less than once every three years. It will be conducted at Lackland AFB, TX. 2.4.1. BMT Triennial Review Objectives. 2.4.1.1. Review Air Force requirements for: 2.4.1.1.1. BMT graduate performance. 2.4.1.1.2. Military training (i.e. physical fitness standards, bearing, discipline, etc.) 2.4.1.1.3. Military studies (i.e. human relations, financial management, career progression, etc.). 2.4.1.1.4. Field training requirements (i.e. self-aid and buddy care, anti-terrorism measures, basic field tactics, security, etc.). 2.4.1.1.5. Curriculum course training standard. 2.4.1.1.6. Other items of special interest identified by the Steering Committee or other qualified sources.

8 AFI36-2201V1 1 OCTOBER 2002 2.5. BMT Triennial Review Steering Committee. 2.5.1. The Steering Committee consists of: AETC/CV AETC/DO AF/DPL AF/CCC 2AF/CC 37 th TRW/CC Others will be invited for subject matter expertise, as required. 2.5.2. The Steering Committee will meet at the discretion of any primary member and, if agreed to by AETC/CV and AF/DPL, prior to the BMT Review. 2.5.3. Primary Responsibility of the Steering Committee is to review the proposed issues for the BMT Triennial Review and determine dates for the Review. 2.5.4. Upon completion of the Review, the Steering Committee will determine which items will be presented to the AETC/CC. 2.6. BMT Triennial Review Committee. 2.6.1. The Review Committee consists of: AF/DPL, chair AF/CCC AETC/DO AFRS/RSO 737 TRG/CC (Executive Secretary, non-voting member) AF/DPLT MAJCOM/CCCs Reserve Component CCCs Others will be invited for subject matter expertise (Non-voting) 2.6.2. The BMT Triennial Review Committee reviews the agenda items; determines the nature of the problems; and identifies problems for further investigation/study. Based on their findings, they will identify the appropriate OPR for further research and resolution of the problem. 2.6.3. The BMT Triennial Review Committee will out-brief the Steering Committee with their findings and recommendations. 2.6.4. Specific responsibilities include: 2.6.4.1. AF/DPL: 2.6.4.1.1. Chairs the BMT Triennial Review.

AFI36-2201V1 1 OCTOBER 2002 9 2.6.4.1.2. Approves proposed BMT Review Agenda. 2.6.4.1.3. Signs BMT Review Report. 2.6.4.1.4. Upon AETC/CC approval of the BMT Review Report, staff applicable issues through HQ USAF DCSs and CMSAF. 2.6.4.1.5. Closes HAF action items. 2.6.4.2. AETC/DO: 2.6.4.2.1. Staffs approved items from the BMT Triennial Review Report through AETC Directorates. 2.6.4.2.2. Distributes approved report to review participants. 2.6.4.2.3. Provides quarterly update to each member of the BMT Triennial Review Committee on action item status. 2.6.4.2.4. Closes non-haf action items. 2.6.4.3. 737 TRG/CC: 2.6.4.3.1. Provides agenda for the BMT Triennial Review. 2.6.4.3.2. Prepares the BMT Triennial Review Report and coordinates the report through local level attendees. 2.6.4.3.3. Develops an annual State of the Air Force BMT Report. As a minimum, the report will address: - Accession and production statistics. - Attrition by number, category (i.e. medical, prior conditions, fraud, etc.) and percentage of each category. - Field survey and trainee critique summaries. - End-of-course performance statistics. - Any Higher Headquarters (HHQ) evaluation results. - An appendix depicting Initial Entry Training initiatives, incorporation of sister service best practices and near-term improvement plans. 2.6.4.3.4. Notify AETC/DOO if additional resources are required. 2.6.4.4. The 37 TRW/CC will forward the final report to AF/DPL for coordination. The report will then go thru AETC/CV to AETC/CC who is the final approval authority. Following AETC/ CC s approval, the report will be forwarded to AF/DPL for staffing to CSAF.

10 AFI36-2201V1 1 OCTOBER 2002 Chapter 3 FORMAL TRAINING 3.1. Program Description. Air Force training programs provide individual service members with the skills and knowledge to perform effectively in their duty assignments. The responsibility for educating and training officers, enlisted, and civilians rests with many agencies across the Air Force. Education is defined as the formal academic instruction offered by institutions of higher learning that focuses on the study of the nature and principles of a given discipline. Training is defined as a set of events or activities presented in a structured manner, for the attainment of skills, knowledge, and attitudes required to meet job performance requirements. Collectively, each agency must review the continuum of education and training to ensure requirements are defined and met. HQ AETC provides the expertise on how to educate and train by determining how to deliver required knowledge. AETC, the Human Systems Center School of Aerospace Medicine (Air Force Materiel Command), and (when HQ USAF/DP authorizes) other MAJ- COM and FOAs, will provide USAF formal training to conduct total force individual training. 3.2. Program Management. The above organizations offer skill development through a set of career patterns that involve various combinations of formal training (in-residence and distributed learning). Air Force formal courses sometimes differ significantly in funding, management, and relationship to other Air Force requirements: 3.2.1. Category 1 formal courses are conducted by organizations whose primary mission is training or education. Funding for Category 1 programs is carried in Major Force Program Eight (MFP 8). 3.2.2. MAJCOMs and their operational units conduct Category 2 formal courses. These include Combat Crew Training Squadrons, aircrew transition training, weapons controller training, and certain types of specialized technical qualification training. Category 2 formal courses are funded with the internal resources of each MAJCOM and its corresponding MFP. 3.2.3. Except for unique requirements, formal-training activities must be funded and operated within the framework of MFP 8. Operational MAJCOMs and FOAs will not duplicate existing Category 1 formal courses. Similarly, all new education and training requirements must be closely examined for suitability as a Category 1 program before committing non-mfp 8. 3.2.4. HQ AETC is the responsible Air Force agency to arrange for formal courses or training required from DOD, other services, and governmental agencies. 3.2.5. AFPD 36-22, Military Training, prescribes overall training requirements, including the responsibilities of HQ USAF and MAJCOMs for conducting formal training and courses. Air Force organizational responsibilities include: 3.2.5.1. HQ USAF/DP. 3.2.5.1.1. Directs, assists, and monitors Air Force formal schools. 3.2.5.1.2. Authorizes the establishment of schools and prescribes and approves school missions. 3.2.5.1.3. Approves prerequisites and procedures for selection of students to Air Force schools.

AFI36-2201V1 1 OCTOBER 2002 11 3.2.5.1.4. Approves procedure for processing individuals whose student status has been terminated. 3.2.5.2. MAJCOMs. 3.2.5.2.1. Develop training and education programs and operate schools under their jurisdiction. Use the Course Development Decision Logic Process to categorize formal courses (Attachment 4). 3.2.5.2.2. Appoint a commander or commandant for each school within the command. (Authority to appoint a commandant may be delegated to a subordinate commander having jurisdiction over the school). 3.2.5.2.3. Appoints a faculty board for each school in the command and determines board procedures within the scope of applicable Air Force regulations. Authority to appoint a board and to determine its procedures may be delegated to a commissioned officer at any level of command. 3.2.5.2.4. Uses a System Training Plan (STP) containing information and data on the system or equipment program, event, or situation that originated the training requirement, the training required, and the training programs to satisfy the requirement. 3.2.5.2.5. Designs the STP to provide for planning and implementation of training and to make sure all resources and support actions required for establishment and support are considered. 3.2.5.2.6. Uses the STP to support acquisition and modification processes, requirements, documents, and milestone decisions. It will serve as a planning document that justifies the design, development, funding, and management of a training system. 3.2.5.2.7. Establishes a Training Planning Team (TPT) to identify training requirements for new weapon systems and for major modifications to existing weapons systems. The TPT will be composed of representatives from all functional areas. Lead MAJCOM will chair and AETC will co-chair team. 3.2.5.3. Host Unit. 3.2.5.3.1. Coordinates training schedules and changes with TDs to ensure effective use of instructors. 3.2.5.3.2. Provides maintenance support of equipment that is not supported by CLS beyond the TDs repair capability. 3.3. Education and Training Course Announcements (ETCA). ETCA is an Internet information resource located at https://etca.randolph.af.mil/ that contains specific MAJCOM procedures, fund citations, reporting instructions, and listings for formal courses conducted or managed by the MAJCOMs or FOAs. The ETCA serves as a reference for the Air Force, other military services, DOD government agencies, and security assistance programs. The ETCA is a restricted web site with selective accessibility. All users originating from a.mil or.gov domain can access ETCA and users outside the.mil and.gov domain will be allowed access on a case-by-case basis. Contractor requests will be verified to determine contractor relationship with the government. 3.3.1. Organizational Responsibilities:

12 AFI36-2201V1 1 OCTOBER 2002 3.3.1.1. HQ USAF/DPLT and HQ AETC/DOO will provide formal training policy and procedures, respectively, and coordinate changes through MAJCOM OPRs. 3.3.1.2. AETC/DOO provides ETCA operational oversight and maintenance. 3.3.1.3. HQ AETC/DOOV will fund ETCA database administration, maintenance, common system upgrades, releases, or enhancements. Requestor s are responsible for funding all unique system changes. 3.3.1.4. MAJCOM, FOA, DRU, and ANG education and training managers coordinate with functional OPRs for applicable ETCA content and establish procedures for monitoring and updating information. 3.3.1.5. Each MAJCOM designates a command OPR responsible for the courses being conducted or administered by the command. 3.3.2. Functional OPR responsibilities: 3.3.2.1. Keep course POC and general information current, correct, and complete on the ETCA web site. Contact AETC/DOOZ for problem resolution. NOTE: Ensure AETC/FMAT has coordinated on all AETC formal training course changes impacting courses added/deleted, course length/location changes, excess baggage or travel directions. (Any change having a potential financial impact.) 3.3.2.2. Complete all required coordination prior to updating course or general information. 3.3.2.3. Request ETCA access through functional POCs. 3.3.2.4. Will ensure prompt removal of discontinued or duplicated courses from ETCA. 3.4. Job Site Training (JST). JST is technical training delivered to students at their base of assignment without a HQ AETC instructor physically present. JST is also known as Type 6 formal technical training, exportable training, and Advanced Distributed Learning (ADL). JST extends the training capabilities of HQ AETC Schools to meet specific job and equipment training needs in place of resident training. JST media can take the form of interactive multimedia instruction (IMI), interactive television (ITV), videotape, Internet based instruction (IBI), paper, or some combination of these. JST does not include CDCs. (NOTE: Refer to AFI 36-2201, Volume 4, for additional information on ADL.) 3.4.1. HQ AETC instructors are not required at receiving sites (base level), although students may interact with instructors by phone, fax, e-mail, etc. Receive sites will have a POC available for JST administration and to perform duties described in Attachment 2. 3.4.2. Final approval authority for cancellation and discontinuation of JST courses is HQ AETC/ DOO in coordination with HQ AETC/DOZ. 3.5. Field Training. Field training provides hands-on maintenance training at operational locations. Training can include: specific systems and associated support equipment and systems; aircraft/systems; engines; Aerospace Ground Equipment; Communications-Electronics equipment; certification training; partial courses; and training sessions. Training Detachments (TD) or Mobile Training Teams (MTT) are responsible for conducting field training. 3.5.1. Field Training Responsibilities:

AFI36-2201V1 1 OCTOBER 2002 13 3.5.1.1. HQ USAF/DPL develops field-training program policy. 3.5.1.2. HQ USAF/ILM develops training requirements and training equipment maintenance policy. 3.5.1.3. Air Force Career Field Managers (AFCFM) coordinate and validate training requirements with the MAJCOM Functional Managers (MFM) and identify TD-provided training in the Career Field Education and Training Plan (CFETP). 3.5.1.4. HQ AETC/DOO. 3.5.1.4.1. Establishes command policy and guidance. 3.5.1.4.2. Provides oversight for the TD program and ensures training requirements are met. (See Attachment 6 for specific procedures.) 3.5.1.4.3. Submits resource requirements to support the Field Training Program through the Program Objective Memorandum (POM). Ensures HQ USAF/DPLT is informed of all unfunded requirements. 3.5.1.4.4. Exercises approval authority for activation, deactivation, relocation, and discontinuance of training support in response to programmed requirements. 3.5.1.4.5. Announces TD locations, reporting instructions, courses, and course completion criteria in ETCA at https://etca.randolph.af.mil/. 3.5.1.4.6. Ensures instructor selection and qualification criteria outlined in AFI 36-2110, Assignments, reflects the most current command requirements. 3.5.1.4.7. Will coordinate with AETC/XP to ensure new facilities, modifications to existing facilities, or changes in facility support are identified and validated by site surveys. 3.5.2. Training Standards. TDs will provide the training necessary for a student to achieve the task performance, task knowledge, and subject knowledge levels specified by the Course Chart and Training Standard (CC/TS). The CC/TS specifies the user-furnished equipment, facilities, and maintenance instructor (MI) augmentees required by the course. When approved by the using MAJCOM and HQ AETC, the CC/TS constitutes a contract to provide required equipment, facilities, and MI augmentees as necessary. 3.5.3. Use of Instructors for Non-Training Purposes. Training instructors may be used in their primary Air Force Specialty Code (AFSC) for direct maintenance production in host unit work centers upon approval of the TD commander or TD chief. 3.6. Initial Skill AFSC Multi-Phased Training. Initial skill level AFSC awarding courses may consist of two or more phases. Phase I involves fundamental training in a preparatory course conducted at a HQ AETC resident training center or other approved location. The 3-skill level is awarded upon completion of Phase II. Guidance for Initial Skill AFSC Multi-phased Training is contained in Attachment 5. 3.7. Constrained Course Review. A Constrained Course is the result of deficiencies in equipment, facilities, training devices, or increased student production requirements.

14 AFI36-2201V1 1 OCTOBER 2002 3.7.1. Forty-five days prior to the annual Training Flow Management Conference and TPR review, HQ USAF/DPLT develops a draft Enlisted Initial Skills (EIS) Program Guidance Letter (PGL) and sends to all Air Force Formal Schools with a copy to AFCFMs. 3.7.2. Formal Schools will send the Inter-Service Training Review Organization (ITRO) corporate structure information on any interservice Constrained Course. 3.7.3. Formal Schools will send data on unresolved Constrained Courses to AF/DPLT with a recommendation for action. The draft EIS PGL will be revised to reflect unresolved Constrained Courses prior to the Training Flow Management Conference and TPR review. 3.8. Technical Training Surge Plan. A technical training surge plan will be used as the primary operational document providing for optimum capability in the technical training environment for satisfying unscheduled increases to specific mission-generated training requirements during the year of execution in the identified AFSC. NOTE: Use AETC War and Mobilization Plan (WMP), Volume II, Annex T, Basic Military, Technical and Space Training, for specific surge guidance during war. 3.8.1. This plan will enable HQ AETC to leverage training dollars for facilities, manpower, equipment, and other resources against current and available resources, maximize training facilities and equipment to accommodate the sudden increase in identified training requirements, and to operate at maximum capacity. It will also integrate guard, reserve, and other service-specific AFSC requirements that are directly effected. 3.8.2. HQ AETC/DOO will develop a standardized technical training surge template for use by the impacted enlisted AFSC pipeline courses, including information on all family grouped courses upon surge notification by HQ USAF/DP of the disaggregate AFSC surge numbers. 3.8.2.1. Surge plan parameters are based on the following assumptions: 3.8.2.1.1. Required when additional requirements are scheduled during execution year. 3.8.2.1.2. Active Duty, Guard, and Reserve Accessions enter BMT no sooner than 1 April. All other students enter the first course of the production pipeline no sooner than 1 June and no later than 31 September. 3.8.2.1.3. Current instructor manpower. 3.8.2.1.4. Base Operating Support. 3.8.2.1.5. Requirement increase received by AETC/DOO two weeks prior to Budget Execution Review (number 1) submission by AETC. 3.8.2.2. The technical training surge plan should include the following information: 3.8.2.2.1. Number of additional bed spaces. 3.8.2.2.2. Number of additional classroom/labs (size, seating capacity). 3.8.2.2.3. Special instructional areas (ramp space, pole climbing area). 3.8.2.2.4. Additional dining facilities. 3.8.2.2.5. Additional training equipment, simulators, trainers (provide AETC Form 120).

AFI36-2201V1 1 OCTOBER 2002 15 3.8.2.2.6. Additional O&M Dollars. 3.8.2.2.7. Additional student man-years. 3.8.2.2.8. Course scheduling parameters for each initial skills course (pipeline mapping). 3.8.2.2.9. List all courses in family group. 3.8.2.2.10. Instructor authorizations and assigned for initial skills and family group). 3.8.2.2.11. Current facilities utilization for initial skills and family group. 3.8.2.2.12. Current budget for initial skills and family group.

16 AFI36-2201V1 1 OCTOBER 2002 Chapter 4 ANCILLARY TRAINING 4.1. Program Description. Ancillary Training is guidance or instruction that contributes to mission accomplishment, but is separate from an Air Force Specialty or occupational series. Ancillary Training may be accomplished through a variety of methods including formal courses, mass briefings, advanced distributed learning, credit for civilian equivalent experience, and one-on-one instruction. Ancillary Training can be a one-time or recurring requirement and is assigned to the following categories: 4.1.1. Functional: training for a specific group of persons in subjects with a direct mission impact. Example: Small Arms Qualification Course. 4.1.2. General: training for military and civilian personnel in subjects with an indirect mission impact. Example: Initial Security Orientation. 4.1.3. Additional Duty: training in subjects relating to additional duty. Example: Unit Resource Advisor. 4.1.4. Awareness: training in subjects supporting general advisory notices. Example: Commander s Safety Briefing. 4.2. Program Requirements. 4.2.1. The approved list of Ancillary Training is posted on the ETCA website https://etca.randolph.af.mil/. Only ancillary training requirements listed in the ETCA are mandatory. 4.2.2. New requirements or changes to frequency, duration, or target group must be processed through, and approved by, the Total Force Training and Education Review Process (TFTERP) (see Volume 6 of this instruction). 4.2.3. Ancillary training requirements may be tasked from outside the Air Force; however, this higher level tasking does not relieve the Air Force OPR from processing the training requirement through TFTERP or from the requirement to have the training listed on the ETCA website. 4.3. Program Responsibilities: 4.3.1. HQ USAF/DPLT. 4.3.1.1. Serves as OPR for Ancillary Training policy. 4.3.1.2. Chairs the TFTERP Issues Team and Decision Panel. 4.3.1.3. Approves proposals for new ancillary training to be presented to the Issues Team. 4.3.1.4. Maintains a master listing of all approved ancillary training requirements and ensures approved ancillary training is published on the ETCA website. 4.3.1.5. Monitors the overall ancillary training footprint to minimize the burden of these programs on the Total Force. 4.3.2. Course Managers. The OPR for applicable Ancillary Training requirements will serve as, or appoint a course manager.

AFI36-2201V1 1 OCTOBER 2002 17 4.3.2.1. Develop and manage ancillary training courses and determine how proposed requirements will impact manpower, mission completion, and available resources. Establish frequency of training on 15-30 month cycles to coincide with AEF rotations, when possible. 4.3.2.2. Provide HQ USAF/DPLT the following information on all approved Ancillary Training: Course Manager s name, rank, office symbol, duty phone and justification, course title, objective, target group, method of instruction, proposed training agency, duration, frequency, documentation/reporting requirements, exemption policy and procedures. 4.3.2.3. Include equivalent credit parameters for civilian acquired skills, licenses, certifications, former AFSCs or deployment experience in AFI exemption policy guidance. 4.3.2.4. Develop and manage supporting lesson materials and presentation media. Use Advanced Distributed Learning (ADL) to the fullest extent possible. 4.3.3. AFPC/DPPAT will manage ETCA ancillary training information. 4.3.4. Training Agencies. 4.3.4.1. Conduct ancillary training, maintain lesson materials, and review lesson materials for currency every 15 months or training cycle, whichever is sooner. 4.3.4.2. Establish training schedules, as needed. 4.3.4.3. Document and report completion of ancillary training as appropriate.

18 AFI36-2201V1 1 OCTOBER 2002 Chapter 5 TRAINING EVALUATION 5.1. Scope. Training providers evaluate formal courses, CDCs, and other training, as applicable, to ensure currency and effectiveness. 5.2. Evaluation Responsibilities. 5.2.1. HQ USAF/DPLT monitors the evaluation of recruit, formal, and Ancillary Training. 5.2.2. AFIADL will develop and implement an evaluation program for CDCs. AFIADL will summarize evaluation data and ensure the information is available to the training activity responsible for preparing the course. 5.2.3. MAJCOM and FOA, DRU, AFRC and ANG organizations who operate formal courses and prepare CDCs will develop the procedures to evaluate their education and training programs. 5.2.4. Supervisors and Trainers: 5.2.4.1. Evaluate formal course graduates to ensure training effectiveness. During the first 90 days following assignment, evaluate as a minimum: 5.2.4.1.1. Military bearing. 5.2.4.1.2. Technical ability. Using the Specialty Training Standard (STS) contained in the CFETP, evaluate the graduate s ability to perform tasks taught in the formal course at the specified training level. 5.2.4.2. Use the Customer Service Information Line (CSIL) listed in the CFETP to report training deficiencies identified during the initial evaluation. Document the deficiencies in the graduates AF Form 623a. 5.2.4.3. When requested, use evaluation results to complete the AETC Graduate Assessment Survey (GAS) or Field Evaluation Questionnaire (FEQ) to provide feedback on the quality of formal course graduates. The GAS is sent to supervisors of graduates approximately 90 days after graduation. FEQs are conducted every 2 years (initial skill, AFSC awarding and mandatory 7-level courses) and are sent to supervisors of graduates 4 to 6 months following graduation. 5.2.4.4. Participate in field interviews conducted by formal course OPRs. Interviews are conducted 4 to 6 months after graduation. 5.2.5. MAJCOM, FOA, DRU, AFRC, and ANG customers of training systems initiate requests for special evaluation projects by justifying and routing the request through the using command headquarters to the headquarters of the MAJCOM conducting the education or training. 5.2.6. Customers of AETC graduates can view AETC graduate evaluation data via the 2 AF homepage at https://hq2af.keesler.af.mil or the HQ AETC/DO homepage at https://www.aetc.af.mil/do. Additional information on the AETC Training Evaluation Program can be found in AETCI 36-2201, Training Evaluation.

AFI36-2201V1 1 OCTOBER 2002 19 Chapter 6 FORMS PRESCRIBED 6.1. Forms Prescribed. AF Form 898, Field Training Requirements Scheduling Document; AF Form 1256, Certificate of Training; Live Guide Worksheet and Attrition Survey RICHARD E. BROWN III, Lt General, USAF DCS/Personnel

20 AFI36-2201V1 1 OCTOBER 2002 Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION References Executive Order 13111, Using Technology to Improve Training Opportunities for Federal Government Employees, 15 January 1999 (amended by Executive Order 13188, Extension of the Advisory Committee on Expanding Training Opportunities, 12 January 2001 and by Executive Order 13218, 21st Century Workforce Initiative, June 20, 2001) DODD 1322.18, Military Training, January 9, 1987, with change 1 DODD 5000.1, The Defense Acquisition System, October 23, 2000 DODD 5040.2, Visual Information (VI), December 7, 1987 DODI 1322.20, Development and Management of Interactive Courseware (ICW) for Military Training, March 14, 1991, with change 1 MIL-PRF-29612, Training Data Products Performance Specification IEEE/EIA 12207, Standard for Information Technology - Software Life Cycle Processes AFPD 36-22, Military Training ETCA, Education and Training Course Announcements AFI 32-6005, Unaccompanied Housing Management AFI 36-2102, Base-Level Relocation Procedures AFI 36-2110, Assignments AFI 36-2201, Air Force Training Program AFI 36-2626, Airman Retraining Program AFMAN 36-2234, Instructional System Development AFMAN 36-2236, Guidebook for Air Force Instructors AFMAN 37-139, Records Disposition Schedule AFH 36-2235, Volumes 1-12, Information for Designers of Instructional System AFPAM 36-2211, Guide for Management of Air Force Training Systems AETCI 36-2201, Training Evaluation AETCI 36-2203, Technical and Basic Military Training Development AETCI 36-2205, Formal Aircrew Training Administration and Management AETCI 36-2215, Training Administration Abbreviations and Acronyms ADL Advanced Distributed Learning

AFI36-2201V1 1 OCTOBER 2002 21 AETC Air Education and Training Command AF Air Force AFCFM Air Force Career Field Manager AFH Air Force Handbook AFI Air Force Instruction AFIADL Air Force Institute for Advanced Distributed Learning AFMAN Air Force Manual AFPAM Air Force Pamphlet AFPC Air Force Personnel Center AFPD Air Force Policy Directive AFRC Air Force Reserve Command AFSC Air Force Specialty Code ANG Air National Guard ARC Air Reserve Component BMT Basic Military Training BOS Base Operating Support CBT Computer Based Training CC/TS Course Chart and Training Standard CDC Career Development Course CFETP Career Field Education and Training Plan CLS Contract Logistics Support CSIL Customer Service Information Line CTS Course Training Standard DAF Department of the Air Force DITIS Defense Instructional Technology Information System DL Distance Learning DOD Department of Defense DODD Department of Defense Directive DODI Department of Defense Instruction DRU Direct Reporting Unit EIA Electronics Industries Associates EIS Enlisted Initial Skills

22 AFI36-2201V1 1 OCTOBER 2002 ETCA Education and Training Course Announcements FEQ Field Evaluation Questionnaire FOA Field Operating Agency GAS Graduate Assessment Survey HAF Headquarters Air Force HQ Headquarters IAW In Accordance With IBI Internet Based Instruction ICW Interactive Courseware IEEE Institute of Electrical and Electronics Engineers IET Initial Entry Training IMI Interactive Multimedia Instruction ISD Instructional System Development ITRO Interservice Training Review Organization ITV Interactive Television JST POC Job Site Training Point of Contact JST Job Site Training MAJCOM Major Command MFM Major Command Functional Manager MFP Major Force Program MI Maintenance Instructor MILPDS Military Personnel Data System MPF Military Personnel Flight MRTP Mission Readiness Training Program MTT Mobile Training Team NLT No Later Than NPS Non-prior Service OPR Office of Primary Responsibility PDP Program Decision Package PDS Personnel Data System PGL Program Guidance Letter POC Point of Contact

AFI36-2201V1 1 OCTOBER 2002 23 POM Program Objective Memorandum POV Privately Owned Vehicle PPBS Planning, Programming, and Budgeting System PSSS Prior Service Sister Service RI Reporting Identifier SAR Special Access Requirement SATP Security Assistance Training Program SCORM Shareable Content Object Reference Model STP System Training Plan STS Specialty Training Standard TCO Test Control Officer TD Training Detachment TDY Temporary Duty TFTERP Total Force Training and Education Review Panel TOT Task-Oriented Training TPM Training Pipeline Manager TPR Trained Personnel Requirements TPS Training Planning System TPT Training Planning Team TRQI Training Requester Quota Identifiers TSC Technical Site Coordinator U&TW Utilization and Training Workshop UTM Unit Training Manager Terms Advanced Distributed Learning (ADL) ADL is an evolution of distributed learning (distance learning) that emphasizes collaboration on standards-based versions of reusable objects, networks, and learning management systems, yet may include some legacy methods and media. ADL is structured learning that takes place without requiring the physical presence of an instructor. Although the Air Force uses the term advanced distributed learning, some federal agencies and DOD components may use the term distance learning. These terms refer to the same basic concept. Advanced Training (AT) Formal course that provides individuals who are qualified in one or more positions of their Air Force Specialty (AFS) with additional skills and knowledge to enhance their expertise in the career field. Training is for selected career airmen at the advanced level of the AFS.

24 AFI36-2201V1 1 OCTOBER 2002 Air Force Specialty A group of positions (with the same title and code) that require common qualifications. Area Support Field training that a designated training detachment (TD) provides to a unit not receiving support from an on-site field training detachment. The designated TD supports more than one US Air Force installation under this arrangement. Bridge Course A formal or informal course of training which allows the individual to expand his/her knowledge in another area of expertise. Career Field Education and Training Plan (CFETP) A CFETP is a comprehensive core training document that identifies: life-cycle education and training requirements; training support resources, and minimum core task requirements for a specialty. The CFETP aims to give personnel a clear path and instill a sense of industry in career field training. Certification A formal indication of an individual s ability to perform a task to required standards. Certification Official A person whom the commander assigns to determine an individual s ability to perform a task to required standards. Continuation Training Additional advanced training exceeding the minimum upgrade training requirements with emphasis on present or future duty assignments. Core Task Tasks the AFCFM identify as minimum qualification requirements for everyone within an AFSC, regardless of duty position. Core tasks may be specified for a particular skill level or in general across the AFSC. Guidance for using core tasks can be found in the applicable CFETP narrative. Course Objective List (COL) A publication derived from initial and advanced skills course training standard, identifying the tasks and knowledge requirements, and respective standards provided to achieve a 3- or 7-skill level in this career field. Supervisors use the COL to assist in conducting graduate evaluations in accordance with AFI 36-2201, Air Force Training Programs. Course Training Standard (CTS) Training standard that identifies the training members will receive in a specific course. Cross Utilization Training (CUT) Training designed to qualify personnel to perform tasks that are not established requirements in their awarded AFSC. En Route (PCS-Associated Training) The training of students undergoing a permanent change of station (PCS) while in temporary duty (TDY) status. Exportable Course Instructional packages that personnel design for use in the field. The course may include printed, computer-based, or other audiovisual materials. Exportable Training Additional training via computer assisted, paper text, interactive video, or other necessary means to supplement training. External Evaluation Acquisition and analysis of data from outside the training environment to evaluate the training product in the operating environment. Field Training Technical, operator, and other training either a TD or field training team conducts at operational locations on specific systems and associated direct-support equipment for maintenance and aircrew personnel.

AFI36-2201V1 1 OCTOBER 2002 25 Go/No Go The stage at which an individual has gained enough skill, knowledge, and experience to perform the tasks without supervision. Meeting the task standard. Initial Skills Training A formal school course that results in an AFSC 3-skill level award for enlisted or mandatory training for upgrade to qualified officers. Interactive Courseware (ICW) ICW is computer-controlled courseware that relies on trainee input to determine the pace, sequence, and content of training delivery using more than one type of medium to convey the content of instruction. ICW can link a combination of media to include, but not be limited to, programmed instruction, videotapes, slides, film, television, text, graphics, digital audio, animation, and up to full-motion video to enhance the learning process. Internal Evaluation Collection of data from within the training environment. On-the-Job Training (OJT) Hands-on, over-the-shoulder conducted to certify personnel in both upgrade (skill level award) and job qualification (position certification training). Proficiency Training Additional training, either in-residence or exportable advanced training courses, or on-the-job training, provided to personnel to increase their skills and knowledge beyond the minimum required for upgrade. Qualification Training (QT) Hands-on performance training designed to qualify an airman in a specific position. This training occurs both during and after upgrade training to maintain up-to-date qualifications. Qualification Training Package (QTP) An instructional package designed for use at the unit to qualify, or aid qualification, in a duty position or program, or on a piece of equipment. It may be printed, computer-based, or in other audiovisual media. Resource Constraints Resource deficiencies, such as money, facilities, time, manpower, and equipment that preclude desired training from being delivered. Specialty Training Standard (STS) An Air Force publication that describes an Air Force specialty in terms of tasks and knowledge that an airman in that specialty may be expected to perform or to know on the job. Also identifies the training provided to achieve a 3-, 5-, or 7-skill level within an enlisted AFS. It further serves as a contract between AETC and the functional user to show which of the overall training requirements for an Air Force Specialty Code (AFSC) are taught in formal schools and correspondence courses. Standard An exact value, a physical entity, or an abstract concept, the appropriate authority, custom, or common consent sets up and defines to serve as a reference, model, or rule in measuring quantities or qualities, developing practices or procedures, or evaluating results. A fixed quantity or quality. Task Certifier See Certification Official. Trainer A trained and qualified person who teaches personnel to perform specific tasks through OJT methods. Also, equipment that the trainer uses to teach personnel specified tasks. Training Capability The ability of a unit or base to provide training. Authorities consider the availability of equipment, qualified trainers, and study reference materials, and so on in determining a unit s training capability. Training Detachment (TD) An AETC detachment that provides maintenance-oriented technical training, at an operational location, on specific systems, and their aerospace ground equipment. A TD